Why is mentoring the best way to raise leaders in your company?

This is happening more and more frequently, which is quite encouraging. A company with problems (eminently, with communication problems) decides to adopt a change of perspective and start doing things differently and decides to implement a mentoring project. The company’s directives hire an expert in this area and all of them design the program with the objective that the directors become the mentors of the top executives of the organization, who could be the leaders of it in the future, to develop their leadership skills. When these types of adjustments are made, the benefits are so many that they are difficult to classify. However, the most important of these is the new form of leadership that is built and executed for the good of the entire company.

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Image courtesy of Miguel Á. Padriñán at Pexels.com

When leadership is built from mentoring processes, the leader that results is not a simple advisor to his or her subordinates, and, of course, he/she is not someone who simply delegates and gives orders so that everything is done to his or her convenience. A leader built a from mentoring processes, first of all, uses coaching skills and techniques; forms and transmits knowledge, and relates and sponsors the mentees. This type of leader considers three basic dimensions that must be developed in any professional role: Emotional, intellectual and social.

Obviously, for this to be achieved, it is necessary to have certain knowledge. Otherwise, the mentoring program could fail. Ideally, a company may start with a small group of mentors and mentees. A group of ten people, for example, is easy to follow and monitor, and from there it is possible to quantitatively extend the new versions of the mentoring programs.

In the same way, it is vital to choose the pairs of mentors and mentees very well. This selection should be made jointly with experts in the human resources area, or with external organizational psychologists. The idea is not simply to organize couples that get along but to complement each other in their knowledge and experience, and from which a true learning can emerge.

Before executing anything, it is very important to plan the sessions, and, above all, to elaborate a very detailed internal guide that includes a practical methodology that is easy to put into practice.

Read also: Why does your company need a mentoring program?, by Suzzanne Uhland

These types of programs are, of course, tremendously beneficial for mentees. What most often stands out in them is the increase of confidence towards the executives of the organizations, as well as a greater assumption of challenges when it comes to their roles. However, the most surprising factor about mentoring processes is the benefits in terms of increasing and improving skills to train other people and developing their potential.

There is always an increase in the level of personal satisfaction of mentors, which is a valuable resource in an organization. In fact, mentoring is one of the practices that most increase the level of commitment and satisfaction of the people who are part of a company.

The mentors consider their participation in the program very satisfactory, not only for the improvement of their competences but also for having contributed to achieving a difference, a change, and improvement in the lives of their mentees. In the same way, this happens because both mentors and mentees expand their own networks of professional contacts, as well as the acquisition of new technical knowledge (both for mentors, who are updated by the new knowledge that mentees bring from the academies, and for mentees, who are nourished by the experience of the mentors.)

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Image courtesy of Tim Gouw at Pexels.com

Mentoring has an exponential effect because it not only generates benefits for mentees and mentors but also for the entire company. It can be noticed in all programs, both for small (and family) companies and for large corporations. The main improvements that are obtained thanks to these programs for organizations are four.

The first is that organizational training is improved, especially when company executives become mentors, based on the example of those who participated in the mentoring program, and have taken as mentees other people within the organization to mentor them. The second is that individual performance is improved. This is so because the mentees generally show greater commitment, loyalty, and productivity. The third thing is that, as mentioned above, there is an increase in the level of trust: Mentoring programs increase trust between the members of the Board and senior executives or senior leaders of the company, as both parties learn to communicate in a closer and sincere way. Finally, governance is significantly improved throughout the organization. The relationships between the different interest groups at the internal level of the company improve, there is a clearer and more direct knowledge of the talent, and the leadership capacities of the people who work in the organization. This facilitates the identification of future leaders that the organization may need.

Recommended: Predicting the future of mentoring programs

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Mentoring a teleworking team: A new and necessary challenge

The Internet is the cause of many of the social and cultural changes we face today. One of them is the way of working. This information technology has made many people prefer to work from their homes and other remote sites, rather than doing their labors from an office. In fact, several companies no longer have large headquarters, and most of their employees operate from home. In other words, the Internet has made companies more intangible (and perhaps more efficient because of this.) In consequence, the task of directing and mentoring the employees of a company must change. It is one thing to do mentoring in a traditional company (even if the mentor must travel from one city or another country to visit his or her mentees,) and another thing is to do it through Skype.

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Image courtesy of Citrix Online at Flickr.com

So, in this post, I will analyze this situation and give some useful tips for a successful virtual mentoring.

Telework is an evidence that a company is primarily communications; a communications network, more than a group of people operating in a physical facility. This type of organization takes advantage of new technologies so that both parties, workers, and employees, can benefit from them. Telework offers a number of advantages, indeed.  It allows an employee, consultant, or contractor to work remotely from his or her home or another chosen place during a few days or the entire week. It is also an option for those days when an employee must attend to personal matters that will only require a reduced part of the day. However, teleworking may be quite challenging both for mentors and employees, since there is a lack of physical control over the mentoring processes, and some employees usually mix work and personal life, and it complicates their performance.

So, mentoring and managing teleworking employees requires a very concrete approach to what it means to ‘stay in touch.’ It requires a results-oriented management style with good planning performance of all employees.

Read also: What Can Mentoring Do For Me And My Career?, by Suzzanne Uhland

It is necessary to establish clear communication and to take additional steps to build proper trust and evaluation processes. Many corporations employ remote teams, and the manager communicates daily with his or her colleagues, as well as the employees in different parts of the world, not just by phone or email, but thanks to a set of new Internet-based tools, like WhatsApp. However, and mainly due to fears and lack of custom, many executives still find it very difficult to manage remote equipment.

In order to get the most out of your teleworkers team, you need to establish clear and regular communication to build trust and evaluating that the employees are working efficiently. It is important to keep in touch with them, and not only when it comes to business: Use webinars for training them, spend some moments of your day to ask them how it is going with them. Keep thing human.

Now, setting up tasks via email and providing an urgent contact channel is fine. But it may be much better if you use video conferencing software to which everyone has access, like Skype and Hangouts, because it allows you to see faces and to normalize relationships. It is important to keep in touch periodically. How much? Hold such meetings once a week, short and effective communications. Choose a day and an hour that suits most or, if necessary, divide your remote employees by time zones and create work groups. The ideal time may be early Monday to plan everything up from the beginning of the week, or maybe on Friday afternoon to check the evolution of goals and setting new targets for the next seven days of work. The important thing is ‘to bring them together,’ whatever day it may be. We are humans, social beings, we need this. In addition, this helps to impose schedules and thus contributing to the organization and overall responsibility.

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Image courtesy of Citrix Online at Flickr.com

Technology is a great ally for business and opens many doors that would otherwise remain closed. It is basic to increase productivity and strengthen ties. But, again, you are working with people, and it is important to socialize in person. Just checking that everything is going well (or not) is never enough. They should feel an essential part of the company, and it is worth making an effort to meet them personally. It complements the daily emails and the weekly video conferences with face-to-face meetings between the local staff and the workers that operate from other parts of the world. Collect them in the same place. Buy the tickets and cover the expenses. Organize trips to the central office so people can meet in person and chat even once a year. It is their company, after all, so make them feel at home.

It is also important that you keep updated about the new technological developments for improving your communication. Telework mentoring is more than writing and checking emails. Be always curious about what can the new tools do for your business.

Recommended: Mentoring Virtually in a Teleworking Environment